m Introduction

m Japanese Management
m American Management
m Indian Management
m Chinese Management
 Management style reflects culture of management
 Management styles ought to influence traits of
managers
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ecause each and every nation has specific
M demand
M Resources
M Necessities
M Work culture

M constraints
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2elf Image elong to a group. Okay to show feelings

& weaknesses

Nationalism 2trong sense of Nationalism

Education Rigorous system through high school

2ocial cooperation & willingness to work Team players. No stars allowed. The
together individual is not important

Attitude toward work 2elf sacrifice. Highly self disciplined. High

tolerance for personal discomfort. decline
vacation & sick days

Attitude work place, property & Everyone¶s job is to keep it clean. Respect
environment for others

Loyalty Loyal to company. Company first.

Individual & family second.
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Workers suggestion Way to achieve continuous

improvement (KAIZEN)
Employment Lifetime. Paternalistic. No layoffs.
Promote from within
Training Use cross training & job rotation to
develop HR as a competitive weapon
Incentives Group appraisal and praise. Profit
sharing. Charts or boards over work
stations show goals & current rate of
achievement. dress code to promote
team spirit.
Participation in decisions Workers participation expected to
reach consensus decisions.

Managers accessibility Accessibility to workers. Wear same

uniform. Open office policy in plant
m Not single day should go by without some kind of
improvement being made somewhere
m Customer driven strategy for improvement -any
management activity should eventually lead to increased
customer satisfaction
m Quality first, not profit first- an enterprise can prosper only if
customers who purchase its products or services are
satisfied.
m Problem solving is seen as cross-functional systematic &
collaborative approach.
m Emphasis on process- establishing a way of thinking
oriented at improving processes and a management system
that supports and acknowledges peoples process-oriented
efforts for improvement.
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Overall focus Long range focus on competitive

Operating strategy
Inventory & other resources
Quality Control
Vendors & Customers
E uipment
Union
Production
strategy
Continuous improvement (KAIZEN)
JIT, 2 ueeze out waste. Reduction of
MUdA, MURA & MURI
TQC, seek perfection, zero defects,
use as strategic weapon.
Long term partnerships. Fre uent
deliveries, few vendors
design in house to maintain
technological leadership. Replace
parts before they break
Emphasize cooperation, promote
team approach. No strike policy
2mall focused plants
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Overall Reporting 2trategy Used to influence behaviour,

emphasize on non financial
measurements of strategy activities
with charts on wall
Planning and control Goal setting & feedback. Worker
involvement. Plan, do, Check, Action
Approach (PdCA)
Investment Justification Long-term perspective. Emphasis on
growth, influencing market share,
flexibility customer needs & business
unit inter relationships
m Is based on top-down decision Making, where
company policy change after there is a change in
leadership.
m Emphasis on knowledge management
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2elf image Individual, macho
Nationalism 2trong sense of nationalism
Education Normal 2ystem through high school
2ocial Cooperation and willingness to Competitive. Engage in political power
work Together plays to become stars.
Respect for authority Normal
Attitude toward work Little 2elf discipline, low tolerance for
personal discomfort
Attitude toward work-place, property 2elf centered
and environment.
loyalty Average
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Workers 2uggestion Not considered much valuable

Employment Revolving door. Workers laid off during

economic decline

Training Use other firms training programs as

leverage by scavenging workers

Incentives Mostly monetary

Participation in decisions Pseudo participation

Managers accessibility Aloof

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Overall Focus On bottom line
Operating 2trategy Optimize with a given set of Constraint
Inventory and other resources Keeps lots of slack inventory and
resources. Highly specialized jobs
based on scientific management
Quality control Inspect for optimum level of defects
Vendors and Customers No special relationship. Obtain price
from multiple vendors
E uipment urn turn key systems as a form of
leverage. Maintenance discretionary
Union National Non company. Adversary
Production Large plants for production
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Overall reporting 2trategy Used to inform Management.

Emphasis on Financial Measurements

Planning and control Top down. Roll down Financial

budgets to lower levels

cost 2hort run production costs

Investment justification Cost variances, labor efficiency,

machine utilization. Meet due dates.
m Indian management is paternalistic and is characterized
as:
m Patronage
m Family feelings
m 2ense of security in staff
m Obedience to authority
m Personality Cult
m Aversions of the staff to the leaders who are outsiders
m Personality based delegation
m Ascent on short term rather than long term planning
m Gulf between personnel policies and practices.
m Restricted sharing of information.
m After opening of the Indian Economy in 1991, the
following transformation occurred:
m Competition increased tremendously
m Competitors from all over the world enter Indian
market
m Competition from low wage market
m Environmentalism and growing importance of
stakeholders
 

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Employee re uirements Family relation and caste Relevant educational

memberships of employees background and experience
have to be considered matching task re uirements
Leadership 2tyle Organizational leaders Participative Leadership
display high level of 2tyle. Personal involvement
personal involvement with is reduced
subordinates
Motivational aspects and Work is viewed as a means Elements such as job
rewards to an end i.e. for the sake of rotation, enrichment,
satisfying family needs autonomy and competitive
salaries are increasingly
considered
HRM Practices Nepotism and caste Objective selection criteria,
considerations affect training programmes and
selection and compensation performance related
compensation applied
m management style tends towards the directive,
with the senior manager giving instructions to their
direct reports who in turn pass on the instructions
down the line.
m It is not expected that subordinates will uestion
the decisions of superiors - that would be to show
disrespect and be the direct cause of loss of face
(mianzi) for all concerned
m manager should be seen as a type of father figure
m the manager is expected to take an holistic
interest in the well-being of those colleagues
m 2enior managers will often have close relations to
the Communist Party, decisions are likely to be
scrutinized by the party
m Try and work out the management structure of the
Chinese organization.
m Carry plenty of business cards to distribute.
m All documentation should be presented in both
Chinese and English.
m Language should be kept as straightforward as
possible to assist the interpreter.
m Corporate gift giving is an expected part of the
Chinese business scene. Make sure the gifts take
the form of objects and not money